Manager Sales

JAMES P. KNOTT

**** ******* **** ( Bel Air, MD **014 ( Home: 410-***-**** ( Email:

***********@***.***

OPERATIONS DIVISION MANAGER

Instrumental in generating $250 million in sales and $50 million in cost savings

during career.

Calculated Risk Taker ( Strategic Business Manager ( Successful Process Integrator

( Proactive Change Agent

SENIOR OPERATIONS and MANUFACTURING EXECUTIVE providing 20+ Global and National

years of accomplishments in the steel industry. Achieved Manufacturing

expertise in manufacturing best practices, capital project Leadership

implementation and start-ups, labor union environment

management, product and process diversification, improvement Multi-Site

projects, and equipment design and optimization. Traveled to Manufacturing

Austria, Japan, Germany, South Africa, Mexico, and Canada to Management

conduct business.

General Business

Member of team involved in manufacturing facility start-ups, Operations

turnarounds, consolidations and shutdowns as well as

corporate buy and sell events, financial turnarounds, and New Product

bankruptcy avoidance and emergence initiatives. Manufacturing

Regarded as a highly effective change agent who influences

significant improvements in manufacturing processes and Manufacturing

products, reverses status quo of organizations, and drives Systems

synergy during process improvement planning and integration Implementation

stages.

Acknowledged as a subject matter expert in steel sheet Revenue Generation

pickling, hydrochloric and sulfuric acid logistics, equipment Strategies

optimization strategies, and sheet steel / tandem mill cold

reduction strategies. Sarbanes Oxley

Compliance

LEADERSHIP STRENGTHS

Manufacturing Yield Improvements ( Global and National Logistics Program

Management ( Supplier Relationships and Contract Negotiations ( Continuous

Process Improvements ( Cost Saving Opportunities

Just-In-Time Manufacturing ( Multi-Million Dollar Contract Negotiations (

Quality Assurance and Quality Control Strategies ( Business Analysis and

Gap Resolution ( Six Sigma ( 5S ( New Business Development

Global Customer and Vendor Relationships ( New Capital Equipment

Acquisition and Commissioning ( Purchasing Oversight ( Efficiency

Improvements ( Multi-Million Dollar Inventory Management ( OSHA Compliance

( Customer Relationship Management ( Customer Problem Resolution ( Budget

Development and Control ( Sales Pipeline Development ( Sales and Marketing

( Sales Leads Generation ( Customer Contract Negotiations

CAREER EXPERIENCE

SEVERSTAL STEEL - Sparrows Point, MD 1984 to Present

DIVISION MANAGER (2008 to Present)

Staff: 8 Direct Reports - Manufacturing Manager, Area Manager Rolling,

Area Manager Process Lines, Area Manager Plating Lines, Area Manager

Electrical Maintenance, Area Manager Mechanical Maintenance, Reliability

Engineer, Chief Clerk; 438 Indirect Reports.

Promoted to lead a manufacturing group that produces nearly $500 million

in finished high-end manufacturing goods, and direct one of the company's

most profitable divisions. Span of control entails labor union

negotiations and relationships, Profit & Loss management, IBIT

strategies, cost saving roadmaps, sales and manufacturing activity

coordination, process performance tracking and improvements, employee

safety and OSHA compliance, quality assurance and control, manufacturing

best practices and processes, equipment maintenance, and resource

allocation.

< Planned and executed a financial turnaround event that transitioned

the Tin Mill from the largest unprofitable division to the most

successful ranking division in terms of IBIT performance. Leadership

underpinned $20+ million in profit during the worst economic situation

in the metals market in decades.

< Masterminded a plan that enabled team to accelerate unit production

from 316,000+ tons to 524,000+ tons in two years. Successfully managed

operation and maintenance costs and experienced only a 10.55% increase

during this same base period.

< Principal player who grew the Tin Mill organization from $228 million

to $487 million in two years. 113% gain was achieved through

production increases, key product diversification, and cross-

functional group strategy meetings.

< Facilitated a significant plan that downsized salaried employees 25%

in the first 30 months; effort saved in excess of $800,000 per year in

payroll expenses.

< Led high-performance team in 2008 that broke all safety records in the

history of a 90+ year old organization.

< Capitalized on capabilities of other divisions to boost production by

an additional 1,500 tons per week. Thought leadership provided a path

for more than $70+ million in potential revenue.

< Member of team that is negotiating a new contract with USW

representatives as well as reorganizational terms.

AREA MANAGER (1999 to 2008)

Staff: 7 Direct Reports -72 Indirect reports.

Tapped to start-up and manage a high-speed 0.5 million gallon

hydrochloric acid pickling operation that was associated with an

automated continuous sheet steel rolling mill. Held accountable for

profit performance, manufacturing operations, maintenance, quality, and

compliance for a new $365 million steel rolling facility.

< Member of start-up team in charge of all safety reviews during design

and construction phases. Oversaw 60 operations and maintenance

professionals that traveled to Austria for 30 days of on-site

training.

< Saved $172,000 in the first year by implementing a chemical change

during the pickling process. Initiative also decreased hazardous

wastes 17%, and drove quality and product consistency results.

< Mobilized a high-caliber team that redesigned a fluid flow and

operational methodology which resulted in more than 560 additional

production hours, lower production downtime, and $6 million in new

revenue in the first year.

< Regarded by colleagues as an international subject matter expert in

sheet steel pickling operations and as an expert troubleshooter

regarding forge steel roll applications. Selected to present numerous

papers and resolve steel sheet pickling operations problems on a

global basis.

GENERAL FOREMAN (1997 to 1999)

Staff: 183 Direct Reports

< Leveraged production background to decrease product quality reject

rates by nearly 50% in 21 months, and totally eliminated the number

one reason for inferior product issues.

< Directed team that boosted production 3% and achieved production

records during 1997 and during the third and fourth quarters of 1998.

< Realized an annualized savings by improving production processes and

negotiating terms with labor union representatives which included

employee downsizing events.

< Took steps needed to decrease total department spending 8%, and helped

capture a "Team Excellence Award" for a successful process upgrade

initiative in the rolling mill unit.

MARKETING MANAGER (1995 to 1997)

Staff: 4 Direct Reports - Sales Professionals

< Supervised team that generated $40 million in annual sales, and helped

push total mill product revenue by an additional 20% ($8 million) in

1996.

< Recognized for landing an unprecedented deal with a Japanese company

for large diameter forged rolls. Sales contract was the first of its

kind for a USA company, and paved the way for more than $7 million in

direct sales in the next five years.

< Shifted the sales effort to individual product targets which resulted

in an 8% sales increase in 1996.

< Trained eight sales representatives in high-caliber sales practices,

product applications, and technical support.

MARKETING SPECIALIST (1988 to 1995)

< Delivered $3.7 million in new account sales in 1995, and achieved

annual sales volume exceeding $15 million.

< Leveraged technical application knowledge and salesmanship skills to

rank as the number one sales person in the division four out of six

years.

< Designed a plan that pushed sales among non-captured accounts $5

million during 1995.

PRODUCTION FOREMAN (1986 to 1988)

QUALITY CONTROL ENGINEER (1985 to 1986)

TECHNICAL ASSISTANT (1984 to 1985)

EDUCATION

Bachelor of Science, Mechanical Engineering ( Villanova University,

Villanova, PA

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